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Mayne Consumer (Pharmaceuticals) |
 Russell Scott
National Operations Director
Mayne Consumer
"Overall I would say that there almost seemed to be a little bit of magic in the systems that were introduced. That is, whilst the improvement in results (an almost doubling of efficiency in some areas) exceeded our expectations, it also seemed a little disproportionate to the interventions made and the changes implemented.
Perhaps this is because we under-estimate the true worth of the basic tasks of management measuring the things that count, following up on those results and then taking corrective action and doing this every hour, every day, every week.
We now have systems that propagate this basic process right up through the organisation, so that everyone is involved and everyone is accountable. We have more capable leaders that don't find it old fashioned to measure and manage productivity. But most importantly, we have a sustainable approach because the critical elements of the process are now an intrinsic part of what we do.
Sydney Consulting's role in all this was vital, but it was our own people that delivered the results. It is important, and Sydney Consulting encourages this, for people to feel that it is their system and their set of outcomes - not the consultants'.
It is also true that programs and projects underway before and during the implementation period contributed to the final results. But interestingly, the Sydney Consulting Corporation program incorporated these efforts, rather than being in conflict with them.
The results and lessons have not been lost of the rest of the organisation."
Rob BarnesGeneral Manager
Mayne Consumer Products
" As I approach my first anniversary with Mayne Consumer I look back on an extremely tumultuous year originating from many different points. One of these points was our manufacturing operation.
At the time of my joining Mayne in November 2002 our Operations organisation was still in a consolidation phase following the incorporation of all nutriceutical manufacturing into Virginia the year before. It was envisaged however that greater control should have been expected by that time, and there was increasing concern as to the lack of progress being made. By January 03 it was clear that for a variety of reasons we were unable to create these conclusions on our own, and as a result it was decided to commission Sydney Consulting to provide a detailed analysis and action plan for significant and rapid improvement.
The analysis component uncovered a number of areas of opportunity, and the speed with which a team was created, put in place and operating within our facility was impressive. While some of our employees expressed initial concerns as to the intentions and outcomes, it soon became clear that the transparency and rigour of the process would deliver many gains, and in the end that was to everyone's benefit.
The key outcomes of the project were delivered by instigating a strong but positive discipline across all levels within the organisation. This included creating an integrated Management Operating System, driving ownership and accountability for the results through ongoing monitoring and corrective action, and most importantly instilling the appropriate behaviours within the business to ensure the continuity and constant improvement of these systems.
I have always considered that in general the benefits that consultants offer come from providing a constant and dedicated focus on the issues without the distractions of day to day business. This can run the risk however of a lack of ownership of the outcomes. Throughout the implementation it was clearly felt within the organisation that it was 'our' project, not the consultant's. This is a key success factor in ensuring the embedding of behaviours which will in turn ensure ongoing success. ....."
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